Hrtech by Siliconindia

JAN - 2015

Alliant Energy

Self Service as an HR Function Wayne Reschke,VP-HR, Alliant Energy

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January 2015

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January 2015

CONTENTS

CIO VIEWPOINT 08

Maria Del Busto, Global CHRO & VP,

Mary Thomas, SVP-HR, Caesars

Lorraine Luke, VP- Field HR & Training, RNDC

Judson Flanagan,Interim EVP HR,

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Ronnie E. Charles, CHRO, City of Baltimore

Philip Ziman, VP Total Rewards & Operations,

Roger E. Jansen, SVP & CHRO,

Royal Caribbean Cruises

Steve Ginsburgh, SVP HR,

Universal Weather and Aviation Inc.

15 16

Mindy Geisser, CHRO, Colliers International

Alejandro Yepes, Manager,

Jan Becker,SVP-Human Resources, Autodesk Corporate on boarding, World Bank Group

Jenny McCauley, SVP, HR, Southwestern Energy

Entertainment Corporation Catholic Relief Services Bazaarvoice

Spectrum Health System

Philip Ziman, VP Total Rewards & Operations,

Dermot Oâ&#x20AC;&#x2122;Brien,Corporate VP& CHRO,ADP

Bazaarvoice

David Halleck, VP Compensation, OfficeMax

Greg Pryor, VP, Juniper Networks

06 CXO INSIGHT Debunking

Common Myths about Reward Programs

By Philip Ziman, VP Total Rewards, Bazaarvoice

12 Wayne Reschke,VP-HR, Alliant Energy

Self Service as an HR Function |3 |

January 2015

Editorial

JANUARY - 2015 Editor-in-Chief

Pradeep Shankar

Editorial Staff

Abishek Chandran Charles Matthew George Thomas Harvi Sachar

Jeevan George Joshua Parker Ruby Jonas Sarah Fernandes

Visualizers

Mohammed Haneef

Stephen Thomas

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The Innovative HR

e, at HRTech, constantly interact with HR leaders and professionals across the U.S. A large number of them are embracing new trends and technologies to streamline their business process spanning the employee life cycle: hiring and onboarding, personnel and benefits administration, compensation, payroll, compliance, performance management, succession planning, and career development. HR leaders who are at the forefront of embracing change are bringing new approaches to optimize their talent by adopting the right processes and technology. Many innovative HR leaders are adopting new breed of HR solutions that leverage disruptive technologies such as cloud, mobile and social, thereby bringing new approaches to optimize their talent. By investing in HRM strategies now, companies are realizing new ways to drive business value in employee-facing processes and improving acquisition and retention of key talent while rationalizing fragmented systems that are increasingly difficult to maintain. One of the key concerns of the U.S. enterprises is the availability of information on HR solution providers. We have been getting requests from several HR professionals to provide information on solution providers in the U.S. and the competency they bring to table and also for our insight into our market landscape. While evaluating the vendor presents one challenge, adopting the Thank you, Pradeep Shankar Editor-in-Chief HRTech- Special Editions Write to us editor@hrtech.com

relevant HR technology solution and leveraging it effectively requires a well thought out strategy to ensure valuable return on investment with a clear focus on real business results. Keeping this in mind, HR Tech Outlook is being published. Our team spent the last six months to bring out this Outlook wherein HR leaders share what they see as a big challenge in technology to meet needs of HR in 2013, what keeps them awake at night, and what solutions they look forward to and their expectations from technology providers for the HR sector. This would be a resource book for decision makers where they can refer to see how their contemporaries are thinking about similar problems as theirs. This book presents state of HR technology solutions, services, and processes to help HR leaders and senior HR professionals formulate a vision for the future of their organizations. We received several nominations from HR solution providers across the U.S. A distinguished panel comprising accomplished CHROs, CLOs & CPOs including CIO Review editorial board selected a handful of HR solution providers to be featured in this yearbook. We would love to hear your experience in working with different HR solution providers and how that has impacted your overall business. We will continue our endeavour to provide you with valuable information to help you embrace new concepts, pursue new strategies and acquire new leadership skills.

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Debunking Common Myths about Reward Programs By Philip Ziman, VP Total Rewards, Bazaarvoice

uman Resources professions struggle to become true partners to the businesses they support. The cause is that they often blindly implement “best practices” and kowtows to management whims without the business acumen to advice management. HR often relies on simple rules of thumb about what employees want instead of understanding the unique needs of the workforce and the business implications of their decisions. As is often the case, the void of information is filled with generalizations, assumptions and myths. The following ten common myths about reward programs are easily debunked.

Reward Program Myths

Forced ranking motivates employees There are fundamental flaws with this practice of selecting a fixed percentage of the organization to slot into the lowest performance bracket. These flaws include an assumption that there is a large group of underperforming employees for whom management has neglected to address their poor performance. Additionally, it’s a misconception that

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by informing employees that they are in the lowest bracket, those employees will be spontaneously motivated to perform better.

2 Managers motivate employees Did it feel better to see that gold star on your elementary school assignment that you worked so hard on or show it to your mother when you got home? Or, more precisely were you intrinsically motivated by your hard work or extrinsically by your mother’s approval? As Daniel Pink suggests the enlightened knowledge industry workforce is motivated by the mastery of our professional pursuits or intrinsic motivation. Management should be careful not to impede employee performance by spending their time sprinkling affirmations instead of staying out of their way.

Pay motivates Employees are more likely to recall the percentage of their last increase rather than the absolute amount of pay they receive on annual basis. Once a certain comfortable income level is achieved, employees focus on the intrinsic reward of the job. This is evidenced by the fact that companies like Google, who are full of people who are wealthy beyond their wildest dreams, continue to go to work.

Management is smarter than employees Have you noticed on reality TV shows that as soon as one person thinks they are in control, they are summarily voted off? Those who are not humbled by the honor of leading others are doomed by the wisdom of the masses. Employees either think that they individually or truly as a group can make better decisions than a single isolated manager.

You only hire top talent Many technology companies contend that they hire the “smartest” people. When you think about it, this really is a silly claim that the employees at one company have a

higher intelligence quotient than another. A successful hire is as much about finding the right fit of competencies and culture as it is about the claim of above average intelligence.

6 Savings plan retain employees Savings plan as well as other employee benefits fill out a basic slate of standard offerings. Companies need to meet a basic competitive offering to appear as if they are a “good” employer. The value and significance of these plans vary greatly based on the individual employee’s situation. HR should be careful not to oversell the importance.

Long term stock appreciation builds wealth Very long-term stock appreciation builds wealth. However, there have been several periods, such as the late 1980s and around 2009, where a highly volatile stock market made it difficult for medium-term investors to see positive returns. Human Resources, who are egged on by savings plan investment companies, should be careful to give employees credible advice.

Employees value health benefits Like savings plan, most employee benefits are not a differentiator, and rather a

minimum threshold in the employment value proposition. Young employees do not expect to use their health benefits in the foreseeable future. They do however value knowing that they had choice about the kinds of coverage offered and confidence that they’ve made the right decision.

Philip Ziman

Perks motivate employees Three meals a day, on-site discounted gas station, and unlimited vacation are provocative and stimulating conversation points in the recruiting process. However, employees really shouldn’t be swayed by perks when deciding to change jobs. Moreover, perks are not a reason to work harder, perks provided to the broad employee base quickly become entitlements. Moreover, an advertent or planned removal simply becomes a potential demotivator. Perks like named parking spaces, lead to resentment and elitism instead of motivation for advancement.

10 Compensation is fair While the employment markets and HR compensation practices create a very strong central tendency in pay at all levels, anomalies exist for a variety of situations. The Google software engineer is just as good as the engineer at the next soon

to be successful startup, but their actual earnings are completely different. The only way to have the perception of fairness is to be transparent about the process for decision making. Compensation is less of a motivator than a potential demotivator. Impulsive decisions regarding compensation programs lead to poorly communicated, inconsistently managed and ineffective rewards. The result is that what appears to be rational and beneficial is subverted by inauthentic double speak. Especially for millennials who have become jaded by media and the debunking of many “truths” about our work lives. The lesson to be drawn from these is, to not become too excited or over rotate on any one form of compensation or rewards program. Provide the fundamental structure, and then arm management with the tools and resources to have authentic interactions with their employees.

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January 2015

CIO VIEWPOINT

HR SOLUTIONS TODAY: AN INTERACTION RATHER THAN TRANSACTION Maria Del Busto, Global CHRO & VP, Royal Caribbean Cruises

Based in Miami, FL Royal Caribbean Cruises Ltd. (NYSE: RCL) is a global cruise vacation company.

ocial Media has gained most of its reputation from applications like Facebook and Twitter. Even though there is a value and place for it in the business setting, some leaders are still apprehensive about applying it in the business world. Some have not yet seen the value proposition that this kind of technology can bring to the workplace. Social Media presents two very interesting challenges: 1) How do you justify the use of those tools if there is nothing with which to compare, especially when some perceive that there is no difference from the functional activities perspective? 2) How do you create a compelling case and present an ROI of the technology when most of the benefits seem to be soft benefits? rience. If I am not looking for a job, I can see what is out there The answer to both questions is the same. We cannot. This technolor post a job. I can endorse and get endorsed. I can post my ogy cannot be justified by the traditional methods because thoughts and share my knowledge and receive comments they require a new way of working and a new way of or questions on my posting. It is a two way interaction that thinking. was not there before— or if it was, the mechanisms were This new technology may respond to similar slower and more technical. With tools like Facebook and problems like its predecessors. It may address the LinkedIn, the door was opened for virtual interaction in same issues, but what we need to understand is a more human fashion. that it also influences what is below the surface. From the financial perspective, many will agree that This new way of working not only responds to it makes sense and that it is the right thing to do. But the the ‘what ’—of the specific task—but also question is how you attach a value to it. This new way address the ‘how’—inviting people to of working can save time and make us more effecbehave differently. This technology tive. The art in justifying this new generation of can easily be embraced because it tools is about how well they can qualify and quantifeels more like an interaction than fy the value we put in the speed of transformation; a transaction, which might be what the flexibility the tools can help us gain and adapt was lost in the past. If we think about to market changes and new business imperatives; tools like LinkedIn and how quickly and how much it help us attract and keep our emit expanded, it is understandable, ployees engaged and serve as a platform to promote because it creates a virtual network our top performers. Social Media-based collaboraof people interacting independent tion tools can become that springboard for some of their location, background, needs Maria Del Busto and wants. It is a place that brings companies to make a quantum leap and elevate its people together for a mutual expecompetitive edge to the next level.

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The art in justifying this new generation of tools is about how well they can qualify and quantify the value we put in the speed of transformation

January 2015

Lorraine Luke, VP- Field HR & Training, RNDC

CIO VIEWPOINT

Challenges in technology to meet enterprise needs in 2013 and expectations Many of the core HR processes in the talent management cycle were administratively cumbersome and disconnected. With the investment in a strong talent management system; we were able to launch a very credible talent management program that integrated key processes, becoming visible to the Associate. From annual goal/objective setting; to performance reviews to talent assessments and individual development plans, linked to a learning management system; the message of â&#x20AC;&#x153;talent developmentâ&#x20AC;? became more real to the Manager and the Associate. Additionally; moving from a pen and paper world to an online solution, resulted in a more effective administration process for all users that provided more quality time, for discussion versus the transaction. Technology Trends Impacting Enterprise Business Environment The reality is that technology advancements are making the world smaller, faster, and more transparent. If employers fail to remain apace with these changes, they will lose out on good talent and best practices. Social media has impacted most of the workforce regardless of generation, gender, and ethnicity or culture which; has become the preferred style of communication. Being able to communicate to your workforce and potential workforce through social media is critical in employee engagement. As such; how to use social media as an employer is a very relevant trend now; and in the future in terms of differentiation and success. My roles and responsibilities as a CHRO The biggest change over the past couple years in the top HR role has been educating more senior leaders, on the true value of human capital. The value is realized in strong and consistent HR practices that benefit the organization and ultimately create a culture of engaged and highlyproductive associates. As a result; we have moved away from more traditional HR programs that were route to more strategic and relevant human capital practices, benefitting both the associate and the company. Lessons learned and advice for fellow HR executives The most important lessons I have learned in the area of HR a solution that drive HR processes, is to conduct exhaustive research on the topic. Once you have researched the topic; which generally will provide market insights into the best solutions, narrow the search down to four or five solution providers, who have a good reputation for their products and services. From there; you have to determine if the solution can meet multiple needs, both short and long-term. Vendor meetings are important and depending on the relationship connection to the vendor, it may narrow the group down, which narrows down to the top two providers. We conduct customer/client interviews with those companies who have purchased the HR solution; going in depth with them about the implementation process. Of their HR solution that allows you to determine a good match to your business needs and their HR Solution.

Lorraine Luke VP- Field HR and Training RNDC Lorraine joined RNDC in 2005 and assumed the responsibility for developing the human capital strategy for both the organization and the HR function. Since then, she has been responsible for the executive leadership related to the HR practices with a strong focus on talent development. In addition; Lorraine is a member of the executive leadership team at RNDC, as well as the executive sponsor of the RNDC Womenâ&#x20AC;&#x2122;s Leadership Forum. Under her direction; the company has established industry-leading people practices, producing a strong bench of leaders at every level in the organization.

We conduct customer/ client interviews with those companies who have already purchased the HR solution |9 |

January 2015

CIO VIEWPOINT

Ronnie E. Charles, CHRO, City of Baltimore

Ronnie E. Charles CHRO City of Baltimore Ronnie has more than 25 years of professional Human Resources experience specializing in all facets of Strategic HR Operations to include Compensation and Benefits, Recruitment & Talent Acquisition, Employee & Labor Relations, HRIS, Workforce Planning, and extensive experience in project management leading and implementing large scale change and HR transformation initiatives. Ronnie currently serves as the Chief Human Resources Officer (CHRO) for one of the largest cities in the United States, Baltimore, Maryland. In this capacity, Ronnie leads all Strategic Human Resources initiatives leading a workforce of over 20,000 employees. Ronnie has also served as the Director of Human Resources & Risk Management for the City of Suffolk, the largest City in the State of Virginia, . In this role, he was responsible for strategic HR Service Delivery, Risk Management, and Enterprise Information Technology Systems. Best of breed solutions to steer transformational initiatives in organization We have over the last few years moved to revamp our entire HR infrastructure. This has required us to address not only culture, but also dramatic process improvements and the introduction of HR/Workforce Analytics and Metrics. We are addressing HR transformation by concurrently driving technology and human capital improvement. Utilizing for example, our ADP HRIS and its analytics module, we have created a comprehensive enterprise– wide HR Scorecard that ensures programmatic alignment with organizational goals. We have also integrated our HRIS with a best in class learning management system to track associate professional development and succession planning. HR solutions to improve effectiveness We use our ERP/ ADP HRIS to drive almost all of our transactional HR activity. We also utilize other software solutions for Performance management and Talent Acquisition. Cloud services and hosted vendors serve as partners. My roles and responsibilities as a CHRO I would not necessarily call it change, but the CHRO is being challenged to align value added HR programs and services that support the bottom line and ensures the ROI on the function itself. It really is about the value proposition and making sure that other C-suite partners share the need and sustained elevation of HR. The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier Most of today’s HR solutions are solid, but many still lack functionality that moves with the needs of a changing organization. Technology providers have to provide “configurable” solutions that do not require massive reprogramming modifications that can

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My recruiters are social gurus utilizing LinkedIn and Facebook to acquire some of the best talent worldwide at the least costs, which is phenomenal! be accomplished at the organizational IT level. In addition, I think providers have to think more total integration of solutions in cloud computing to include social media applications. Technology trends impacting enterprise business environment These trends are already impacting the HR Function. For example, today, 21st century recruitment looks and feels nothing like it did over a decade ago. My recruiters are social gurus utilizing LinkedIn and Facebook to acquire some of the best talent worldwide at the least costs, which is phenomenal! Organizational communication has changed or added different methodologies to how we message and communicate to our employees. Lessons learned and advice for fellow CHRO’s One simple but relevant lesson; when seeking HR solutions, go for those that are agile, built from the outside in with industry solution leaders who provide the 'behind the scenes' leading thought thinkers in product development. Be prepared to evolve and strategically plan the learning to go along with it.

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Self Service as an HR Function Wayne Reschke,VP-HR, Alliant Energy

Based in Madison, WI, Alliant Energy [NYSE: LNT], is an energy holding company providing safe and reliable electric and natural gas services. It has a market cap of $6.15 Bn

Shift from Transactional to Consultative Service

To enhance our value at Alliant Energy we are transforming our talent acquisition function from primarily a transactional service to one that is more consultative and proactive. In order to free up time we had to better automate the administrative and process tasks. We are now using Kenexa to support our recruiting efforts. In addition, weâ&#x20AC;&#x2122;ve shifted many administrative tasks to our HR service center, an option also enabled by the technology. Finally, independent of the efficiency and enabling gains that the technology provides, it is clear to us that we have to be up-to-date technologically in order to attract talent. If it is difficult for people to access us and work through the application process, weâ&#x20AC;&#x2122;ve lost them.

Easy Navigation through Performance Management System

Wayne Reschke

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We have implemented learning management and course authoring systemswhich has enabled us to leverage a fairly small group of training professionals; to address the development needs and training requirements of our 4,000 employees. We are able to provide high quality computer-based offerings (which people have come to expect with the general availability of such things on the web). Many of our required courses on safety, compliance, Code of Conduct, security, etc. are delivered in this manner. This frees up classroom-based training to focus on those subjects best suited to group/ instructor interaction. Our performance management system is also efficiently being linked to the HRIS. Not only is it easy to use for our managers and employees,

but the interface with other HR systems, such as compensation, make the process administratively easy to navigate.

that direction.

Easy Interface between HR Data and Real-Time

Talent is scarce, particularly for effective leaders. This is a huge concern for most organizations. The Talent Development role of the CHRO has become increasingly critical. This includes effective workforce planning and forecasting, staff/leadership development, and, most importantly, using the tools of HR to shape a culture that will attract and retain talented individuals. This scarcity includes HR talent, in my view. It is difficult to find people with both strong business acumen and a good understanding of human resources. So, building an HR team is more challenging today. The legal and regulatory context continues to become more complex and managing that has also become a more pressing element of the role. Finally, providing coaching and counsel to the executive team has also become a big part of the job. The business context of uncertainty has made decision making and people strategies much more challenging, and the role of HR in achieving business results is seen as more critical than in the past.

Perhaps this is out there and I’m not aware, but I’d like to see an easy interface between our various internal metrics and HR data and real-time benchmarks. We participate in surveys that enable us to compare to industry norms, but it is a cumbersome process and data is always about a year old. Social media also creates communication challenges. We are being confronted with postings, both positive and critical, that we need to respond to. So monitoring becomes an important function followed by an effective response structure.

Self-Service as an HR Function

We are already set up for people to be able to access email from phones and tablets but we are still working on how to link them to internal systems other than through company laptops. . We believe that we need to be doing things in this arena because our employees, and future employees, are or will be expecting it. Specific to HR, these vehicles will be used to access information on benefits, pay, job openings, company news, etc. So we need to be present on/ through all these platforms. We have already moved significantly toward self-service as an HR function. This pushes us further in

HR Tools to Attract and Retain Talented Individuals

Solution Providers to watch out for Jargons For fellow HR execs, I’ve long believed in a

High quality computer-based offerings frees up classroombased training to focus on those subjects best suited to group/instructor interaction perspective from Peter Block (author and organizational development expert) that goes something like this: to change a culture, you have to change the conversation in the room that you’re in right now. It is a very effective thought about how to make progress on the big changes that are necessary from time to time in our businesses. And it is something we can influence. On another point, when I was a consultant I often saw HR functions that were doing leading edge work recognized as outstanding by our profession, only to hear from the leadership of their companies that they weren’t meeting their business needs. My takeaway when I took on this role was to make sure that we didn’t get enamored with our “best practices” to the point of missing the needs of our customers. For solution providers, watch the jargon and buzzwords. You all sound the same, and too often the language and how you present yourselves is disconnected from the practical needs of our profession and our organizations.

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January 2015

Steve Ginsburgh, SVP HR, Universal Weather and Aviation Inc.

Challenges in technology to meet enterprise needs in 2013 and expectations The concept of engagement has been overly relied upon to drive strategy or reflect the success of people-focused initiatives in companies. There are two other drivers of HR strategy that get lost in the noise of engagement. A firm called Metrus has done a large amount of work with the ACE model that includes Alignment, Capabilities and Engagement as the three key drivers of HR strategy and effectiveness of results. We use that structure to focus all HR initiatives for the year towards one of our key drivers of company strategy– “employees equipped to succeed”, which aligns to the accomplishment of our mission (providing successful trips for our clients). Annual goal setting is then focused on the three areas of ACE. We measure our HR results via a survey designed around ACE and then correlate those results to NPS (Net Promoter Score) to see how what aspects of ACE are having an impact on customer satisfaction and retention. Six of our 29 questions correlate at .4 or better. For example, one item “I have received positive feedback in last 30 days from someone that I trust.” This clearly demonstrates that changes in behavior of leaders toward their employees can impact how the customer perceives the service level of the company. Using HR solutions to improve effectiveness We have solutions in all the areas other than knowledge management. The solutions work well only when we align them and use them appropriately. Clearly using an e-learning tool like Articulate is state-of-the-art, but used for the wrong skills with the wrong expectations leads to no value. Therefore, all trainings are required to provide post training demonstration of behavior or skill change through testing or demonstration. For performance management we use an online bolt-on to Ultimate, but again if the accountability for the process is not firmly placed on the employee and just the manager, monthly reviews will not happen effectively nor will an overall rating that emphasizes the year a person had versus some “schoolish

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grade” of being successful. In summary, selecting the best tools requires a best practice process prior to selection. My roles and responsibilities as a CHRO More and more of the benefit functions/ payroll and other aspects of compensation have become account focused, whereby it makes more sense to have those functions in the finance organization. The CHRO’s job is much more talent focused today and focused on the best talent rather than all. It is not just succession or continuity planning that is important, but the bench strength is also critical. Lessons learned and advice for fellow HR executives Your main people process should be the annual talent process with everything else being sub-components of the talent process. Process is needed for all transactional work but it resides within the talent process. Also, HRIM systems should first be designed to help senior leaders make talent decisions easily. So the design of those systems should start with all the people decisions that managers make and make those happen to the subordination of what makes HR processing easier.

CIO VIEWPOINT

We have solutions in all the areas other than knowledge management Steve Ginsburgh SVP HR and Workforce development Universal Weather & Aviation Inc. Steve’s career of HR accomplishments span among several industries including aviation, consulting, energy, beverage, chemical, and utility. He has led projects globally on all major continents. He joined Universal Weather and Aviation in 2006. His education includes an A.B. degree in psychology from Washington University in St. Louis and an A.M. degree in HR from U. of Illinois at Champaign.

Mindy Geisser, CHRO, Colliers International How have you relied on the best of breed solutions to steer transformational initiatives within your organization We have built a customized executive leadership development program called Elevate, in partnership with a number of organizations, and most directly with Harvard. After considering the specific needs of our business, we purposely avoided any generic programs to ensure that we were finding the best and most relevant solutions for each element of the program. We have also engaged our own senior executive leadership who are deeply steeped in knowledge and history of this industry, and the culture of our company, to help us teach and develop others in this program. HR solutions to improve effectiveness 1. Taleo– We implemented this tool for our recruiting management solution in 2012, and it was also our first global HR system implementation at Colliers International. We currently have more than 160 jobs posted globally. Worldwide at this time, we have more than 50,000 candidates in our system. 2. SharePoint– We developed the HR Intranet (Colliers Hub) and it has become an outstanding example of building global collaboration and best practice sharing, hosting information such as benefits, policies, templates, guidelines, tools, training opportunities, and much more. The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier Our top pick would be to have a more holistic and affordable HRMS solution than what is currently available on the market today. There are many options available but all of them are strong in certain areas, and weak in others requiring us to make compromises somewhere within our list of priorities and needs.

CIO VIEWPOINT Technology trends impacting enterprise business environment Due to the highly distributed nature of our workforce and the fact that we are in 482 offices across 62 countries around the world, it is increasingly important for us to be able to communicate to a wide audience, simultaneously. Also due to the fact that our employees are out in the field meeting with clients in a variety of settings, the ability to access information on their phones or tablets is critical to keeping the clients highly informed and educated. Additionally, we are heavily using social media for recruitment, and also for enhanced transparency of communication to our employees.

Mindy Geisser CHRO Colliers International Mindy works closely with the global senior executive team and regional HR leaders to ensure collaboration, best practice sharing, and alignment of HR processes and programs with the organizational culture and core business objectives of the company.

After considering the specific needs of our business, we purposely avoided any generic programs to ensure that we were finding the best and most relevant solutions for each element of the program

My roles and responsibilities as a CHRO In my opinion, there is an increasing need for CHROs to become more commercial. The function has been evolving away from a focus on policies, procedures and administration towards looking to how organizations can drive the best commercial value from our people resources. There is also a major shift in the way in which we are leading – ‘open’ leadership driven through influence and collaboration versus topdown, command and control styles of leadership of the past.   Lessons learned and your advice for fellow HRs My greatest lessons have come from working in a highly decentralized model. HR is supporting our internal clients to facilitate and accelerate their success in working with our external clients. We need to be collaborative, innovative, and out-of-the box, understanding their business and finding solutions to their biggest hurdles to enable them to move forward quickly. I’m also constantly reminded of the importance of culture, establishing it and living by it. And finally, almost everything we are doing involves change. So building expertise in the area of change management is a critical skillset.

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CIO VIEWPOINT

The New “Performance Matters” Program Jan Becker, SVP-Human Resources, Autodesk Based in San Rafael, CA, Autodesk [NASDAQ: ADSK] provides services in 3D design, engineering, and entertainment software. It has a market cap of $12.96 Bn

very year, Autodesk conducts an employee engagement survey with our 7000+ employees. We’re extremely fortunate at Autodesk in that we have consistently had participation rates of 93-94 percent in each year of the ten years that we’ve been doing the survey. Our overall employee engagement scores and our management effectiveness scores have come in at about the 75th percentile (as compared to the benchmark companies

develop and refine strategy and programs. The survey is a comprehensive, highly quantitative tool that gives HR the data and credibility needed to support making the case for change: whether in addressing specific leadership issues, whole new programs or the company’s culture. For example, when we are considering promoting a manager to the Director level, we will look at that manager’s effectiveness scores in the survey as part of determining if they are ready for the promotion.

Through the employee engagement survey, managers and employees expressed a ton of frustration; they wanted an approach that would feel more inspiring

Performance Management

we compare ourselves against).So we feel we have strong engagement overall. But the responses and scores are just the beginning of the process. Each year, every team reviews their results and puts in place action plans based on the priorities that emerge. At the executive level, we use the data to make a number of decisions to help

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A second program I’d like to touch on is an area that every HR organization seems to struggle with: Performance Management. A few years ago, our performance management process featured a formal rating and ranking system and written annual performance reviews. It was a traditional approach. In many cases, the review was the one real opportunity that employees had for performance feedback. Through the employee engagement survey managers and employees expressed a ton of frustration with the process. They wanted a less “punitive” approach; one that would feel more inspiring. At the same time, our business environment was rapidly changing and we needed more agile and nimble processes in a number of areas in order to compete effectively. So in 2012 our HR team developed a brand new Performance Management approach.The new “Performance Matters” program encourages employees to own the process and take initiative in getting

Jan Becker performance feedback to better understand how they are viewed and where they can grow. Rating and rankings and formal reviews were eliminated. In that place, we now use a “9 box performance grid”. The grid helps managers assess how well the employee accomplished his/her goals as well as how they were achieved. Managers use the grid to determine where employees need to grow, to calibrate employees across teams and organizations, and in determining merit and bonus awards. Written reviews have also been eliminated. Instead we encourage managers and employees to hold regular performance conversations, with a focus on the employee’s development and goals. We’re now two years in to the new process and I am thrilled to see how well it is working. Managers and employees don’t miss the former rigid rating scale and written reviews. They feel more ownership for the performance management process. And the focus on ongoing conversations between employees and managers has led to increased dialogue, better quality conversations on employee development and efficacy in handling performance issues. We still have work to do to ensure that managers and employees fully understand their role in the new process, Constructive feedback is difficult for some people, but I feel we’re on the right road to making our Performance Management process feel more positive, less punitive and more employee-led.

Alejandro Yepes, Manager,Corporate on boarding, World Bank Group Steering transformational initiatives within your organization We strive to constantly identify the gaps between our programs and best practices, emerging trends and our customersâ&#x20AC;&#x2122; needs. As such, for onboarding new hires, our organization looked at best practices from NASA, the U.S. Department of State, and also at studies from firms such as Aberdeen, Booze Allen & Hamilton and the Society for Human Resource Management, and conducted new-hire surveys and focus groups to better understand their needs. Once we identify the gaps, we select a few robust initiatives that are transformative. Using HR solutions to improve effectiveness The Onboarding Program needed highly reliable feedback from hundreds of new hires worldwide to better understand their needs and effectiveness of program. With a solid monitoring and evaluation framework in place, the Onboarding Program started to use smart tablets with survey links which allowed our organization to capture over 200 responses of real-time. The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier I would look for a better and more integrated use of social media platforms and tools for HR practitioners to improve the engagement of potential employees, new hires, and existing

CIO VIEWPOINT

employees on branding, employee value proposition, and corporate culture embodied in behaviors for success. These tools and platforms need to be flexible and relatively low-cost so that they do not represent an insurmountable risk or cost to try to ensure they remain nimble and adaptable to the changing needs of the organization. Technology trends impacting the HR function The use of cloud, mobile, and social media changes by the day. I would be looking into their application to employee branding where brand is defined by social media instead of a company website or a PR-manufactured brand. More importantly, we notice a large increase in new hires between the ages of 20 and 35 who combined with the trend in retirement of baby boomers, are redefining the work place. Lessons learned and advice for fellow CHROs HR solutions are only as effective as our ability to persuade the leadership in business side of the organization to make them owners of the change processes and our ability to change behaviors and culture. Strong leadership signals and involvement, communications, buy-in from stakeholders, and centralized function of change management can support the change process and ensure that HR solutions are applied on fertile ground.

HR solutions are only as effective as our ability to persuade the leadership in business side of the organization, to make them owners of the change processes and our ability to change behaviors and culture

Alejandro Yepes Manager,Corporate on boarding World Bank Group As manager of Corporate Onboarding at the World Bank Group, Alejandro leads HR programs and corporate stakeholder activities for new staff onboarding worldwide. Roger leads the creation and implementation of human capital strategy for all Swarovski business units. He oversees the attraction, retention and development of both the corporate and retail workforce and provides strategic support to enable business success.

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Jenny McCauley, SVP, HR, Southwestern Energy Best of breed solutions to steer transformational initiatives Employee Experience– how an employee “feels” about working at SWN. Includes total rewards, employee satisfaction, wellness and safety, employee brand, community involvement, worker’s compensation and work environment Workforce Planning & Analysis– ensures that HR practices are aligned with the SWN agenda and organizational performance. Organization and Team Effectiveness– defines the people plans, strategies and requirements needed to deliver business results. Includes consulting with the business at all levels to decipher and deliver tailored and implications of change. My roles and responsibilities The changes have been more acute in the last four-five years than they were in the same time span previously: • More focus on regulatory and governance issues–Dodd-Frank, ACA, DOL changes; proxy rating firm influence increase and attention on such issues from the BOD. • Hyper connectivity of the workforce and desire for complete transparency and access to all information– they can find it on the web, why can’t they get it from the company. • The prevalence of a “social license” that you have to earn in order to operate in communities. Technology trends impacting enterprise business environment IT will have significant impact on HR!! It will cause HR people to think, act and plan very different from today. For example: • How can I personalize health and benefit solutions to each individual’s need? • What is the right mix of customization and standardization?

Expectations from technology providers to improve your HR processes • The ROI of HR investments by industry and job grouping/category • Capability modeling software that takes capabilities of related industries/ jobs and shows where to look outside the industry for “non-traditional” hiring in a tight labor market

Jenny McCauley SVP, HR Southwestern Energy

Achieve the right level of customization and standardization for your company, business and culture

Using HR solutions to improve effectiveness 1. Outsource the basics as much as possible • Benefits, pension and 401(k) administration (Gallagher, Towers Watson, DWS) • LOA processing (Unum) 2. Leverage technology and tools to support the strategic initiatives • Succession and talent planning (Taleo, SuccessFactors, Lominger, 360°s) • Technical bench strength analysis and planning (TBD but similar to Petroskills) 3. Drive change through consultative, strategic approach to the business. • Consulting skills training and development (Right Management, CLC or gOE base type tool) • HR competency model (Lominger, Corporate Leadership Council) Lessons learned and advice for fellow HRs Learning and advice: • Think like a business person at all times and be able to explain/ deliver an ROI for every dollar invested or don’t invest it. • Achieve the right level of customization and standardization for your company, business and culture– one size does not fit all. • Don’t do something because it is “easier for HR to administer”. Find value in other areas that are determined by stakeholders outside of the HR function.

Jenny joined Southwestern Energy in June 2009 as Senior Vice President, Human Resources, and the same role in which she currently serves. Before joining SWN, McCauley was Vice President of Human Resources for the Americas and Global LNG region of BG Group, an integrated natural gas company based in the U.K. McCauley has held a variety of human resources positions for JPMorgan Chase, Aramark Uniform Services and Hilton Hotels Corporation. She began her career as a psychology and U.S. history high school teacher in Houston, Texas. McCauley earned a bachelor’s degree in psychology from Saint Mary’s College in Notre Dame, Ind., and a master’s degree in psychology and human development from the University of Texas at Dallas. She is a member of the Society for Human Resources Management.

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January 2015

Driving Innovative People Strategies for Positive Financial Impact Mary Thomas, SVP-HR, Caesars Entertainment Corporation Based in Las Vegas, NV, Caesars Entertainment Corporation [NASDAQ: CZR] is a casino entertainment company and has a market cap of $2.58 Bn

Transition to a Consumer Driven Plan

Embedded within our core values at Caesars is the concept of Rigor, specifically, the rigor associated with utilizing data and outcomes to drive strategy and actions. The HR function is no different. Leveraging numerous tools available to the team we accumulate and analyze massive amounts of data across KPI’s identified across the various verticals to evaluate performance and drive specific strategies. Additionally, we are able to identify interdependencies within the results that allow us to define the most impactful employee strategies. For example, the analytics associated with our annual surveys allows our HR teams to be much more surgical in addressing employee engagement issues, focusing the most effort in the areas with the most potential impact. At a functional level (i.e., Employee Benefits) we have utilized several best of breed solutions—telemedicine, transparency, prescription management— in support of our transition to a consumer driven health plan solution; providing our employees with the tools needed to facilitate effective healthcare decisions.

Leverage Talent Management through Social Media

Within the Talent Acquisition and Management

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HR activities/programs that have historically been orchestrated ‘behind the firewall’ can potentially be managed in the cloud

function in our business we rely heavily on technology from our initial contact with a candidate and throughout the lifecycle of the team member. By leveraging the power of the various social media platforms (i.e., LinkedIn, Facebook) our recruiters can greatly expand their reach and more importantly, leverage the professional and personal networks of our teams to identify successful candidates. At the other end of the spectrum, our talent management tools allow us to develop accurate profiles— strengths, opportunities, career desires of our critical high potential team members are identified, developed and afforded the opportunities to fully realize their potential. Challenges and Opportunities with Changing Trends These trends, as you describe, provide both a tremendous opportunity to expand reach and access to our teams, while also, presenting us with the challenge of how to transform the HR solutions to a form and flow that is consistent with the expectations of the users. At the most mundane level, HR activities/programs that have historically been orchestrated

‘behind the firewall’ can potentially be managed in the cloud and therefore allow our employees to complete these activities at their convenience— annual surveys, benefits enrollment, etc. Additionally, the continued expansion of these platforms, provide us with the opportunity and expectation to provide more innovative employee tools across our function. Similar to the innovations in mobile banking, our employees will expect our function to ‘meet them where they play’ (i.e., mobile benefit tools— find a doctor, find the closest pharmacy, monitor my fitness level, etc.)

Leverage Data to Identify Key Trends

As with many of my counterparts, there has been a clear recognition of the HR function and the strategic relevance of our people strategies to our business. By leveraging data and analysis to identify key indicators and trends, we have been able to effectively drive innovative people strategies with demonstrable positive financial impact to the company. Whether we are utilizing quality metrics to evaluate our hires over time to drive our costs to

hire, or biometrics to monitor and drive a healthier workforce, and ultimately cost performance within our benefits programs—the strategic relevance and consideration for the function is universally acknowledged across the busines

Leverage Objective Data to Facilitate Innovation

For my HR counterparts, though probably not unique, I would challenge you to continue to raise the bar and expectations to leverage objective data/metrics to drive the function and utilize the available technologies to facilitate innovation within the function. Rather than identifying major gaps in the available solution platforms, our desire is that providers continue to drive innovation in the direction of better leveraging the flexibility and availability of the ever expanding capabilities within the mobile platforms—smart phone, tablets, etc. We must continuously innovate and meet our employees where they expect— mobile. We need to be in a position to provide the function and flexibility in this space.

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Judson Flanagan, Interim EVP HR, Catholic Relief Services Challenges in technology to meet enterprise needs in 2013 and expectations AT Catholic Relief Services we launched a Talent Management Strategy in 2007. This was an ambitious, holistic strategy that required an overhaul of our HR processes and systems. This set a foundation for better data management to inform agency decision makers about talent. Following a year of just talent mapping and introducing new standards, we adopted a new HRMS system, moving from multiple data bases to one integrated system for the life cycle of an employee: from application to termination. Using HR solutions to improve effectiveness We have/ are deploying components of an enterprise talent management suite that enables integrated performance, learning and career information available to support management access to realtime information for talent decisionmaking. We’ve enabled systems to support strengthened accountability through performance management processes, and are linking position-based competencies to training and learning opportunities. We are integrating knowledge repositories and our learning management system to create contextualized learning programs. The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier • Recruitment module that links with social media and facilitates interactive sourcing and in-person screening • Talent recognition solution – an easy way for employees and managers to interact on software to highlight one another’s talent through outputs and results or behaviors. • More flexibility in working with a global workforce in things as simple as address protocols, pay conversions, etc.

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managers in one part of your organization don’t know how another part functions and what its business skills are. HR needs to know this across the entire business or organization. In addition, the HR leader needs to help shape the vision and strategy of the organization to include the talent development and support needs with a clear vision of the organization’s talent in driving results or innovation.

Judson Flanagan Interim EVP Human Resources Catholic Relief Services Judson has held a series of leadership positions at CRS over the last decade: starting in 2001, when he became the Assistant to the Deputy Executive Director for Overseas Operations and in 2003 he moved to the position of Senior Director, U.S. operations. In 2006, he joined the Program Quality and Support department in the role of Deputy Director and in 2007, Judson joined HR as Director, fulfilling a long held interest in working with staff.

Technology trends impacting enterprise business environment We use LinkedIn, Twitter and other social media solutions and groups to network and source talent. While we still need to get smarter and more effective at it, it is changing the way we think about people and how to find them, screen them and match them to our business needs. My roles and responsibilities as a CHRO The drive is still to move out of the transaction and be more strategic. The HR leadership team needs to fully understand the business and business needs of the organization. That is hard. Most

For anyone planning to adopt a new HR technology solution, spend a good year doing due diligence on your needs assessment and business process mapping, both current state and future state

Lessons learned and advice for fellow CHROs For anyone planning to adopt a new HR technology solution, spend a good year doing due diligence on your needs assessment and business process mapping, both current state and future state. It will pay off exponentially during implementation and ensuring you aligned the best solution to your business needs. No system has everything. Many systems have a shelf life of 3-5 years, so be prepared to change but know your needs really well. In choosing a new technology, conduct enduser testing BEFORE selecting your final solution. Demos always look great.

Philip Ziman, VP Total Rewards & Operations, Bazaarvoice Using HR solutions to improve effectiveness It seems like everywhere I go I deploy a new performance management process on a different piece of software. While the basic steps have not evolved much over the years the software has enabled so much more workflow flexibility. This has allowed for a more flexible and iterative process. I fear that it has replaced the need for a real-time interaction between management and employees.

decision support behind them. The idea of a real life HR person being on call and available 24/7 is unrealistic. As a result, the systems need to also provide the tools and decision guidance to support the decisions that we expect management to act on. Role and responsibilities of a Chief Human Resource Officer The automation of traditional Human Resources business transactions has facilitated a significant shift in the role of Human Resources. HR can no longer justify its existence by processing transactions and controlling information. While this shift has posed a threat to traditional HR thinkers, it has been liberating for strategic minded HR professionals. Data systems have freed up HR professionals to focus on the strategic needs of the business and enabled them with timely data to support business decisions. HR professionals have longed to be invited to "sit at the table" to participate strategically in the business. There have been many limitations that have held back the profession from being perceived as adding value and earning the "seat". HR Executives have been distracted with policing transactions and modern systems are allowing them to focus and build skills on activities that add value such as coaching management and organizational design.

The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier It already sounds so clichĂŠ to say social and mobile, but I have to say, Social and mobile. Why can't I have an app that helps employees manage their relationship with their employer? It is mind boggling to think about all the disparate system interfaces that we impose on our employees. Even with highly integrated applications like Workday doesn't replace the connection that employees need to have to their 401K provider, stock administrator, health care provider, saving plan administrator, commuter benefitâ&#x20AC;Śthe list goes on.

HR systems

must be as accessible

and responsive as other business decision tools like expense approvals systems

Technology trends impactingenterprise business environment The speed of decision making and expectation for "on-demand" information continues to accelerate. The HR function needs to move quickly to remain relevant. HR systems must be as accessible and responsive as other business decision tools like expense approvals systems. These tools need to also have the

Lessons learned and advice for fellow CHROs Back in the day, there were dramatic differences between vendor software functionality, compatibility and hardware infrastructure requirements. Web 2.0 and SaaS has narrowed the differentiation between various solutions. Even traditional differentiation in customer service and implementation consulting methods has become pretty standardized. Basically, they are all very good. This means that we need to look deeper to find the right solution.

Philip Ziman VP Total Rewards & Operations Bazaarvoice

As a senior HR professional with 25 years of global high tech experience, Philip Ziman has managed all aspects of the HR function. He currently holds the position of Vice President of Total Rewards and Operations at Bazaarvoice Corporation.

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Roger E. Jansen, SVP & CHRO, Spectrum Health System Roger E. Jansen, SVP & CHRO, Spectrum Health System Roger has extensive experience in human resource management and organizational development. Roger has led organizations through transformational change, cultural shifts and workplace innovation to achieve sustainable growth. How have you relied on the best of breed solutions to steer transformational initiatives within your organization? Every company seems to have a competency model. However, most of the time it is built around some leadership theory or through what is the current trend. At Spectrum Health we took a different route. We wanted to identify what distinguished our highest performers from everyone else. The thinking here is that if we know what makes our best people tick, we could do a better job of selecting, developing and promoting talent within our organization. Thus, we were able to get away from just a general approach to competencies and build something that was tailormade to what makes Spectrum Health successful. To do this we utilized a “High Performance Blueprint” or HPB. The process required us to spend some initial time upfront differentiating between our high, average and low performers. However, because performance review scores were fairly indistinguishable between the groups, we had to rely on other metrics and subjective factors to make our cutoffs. HR solutions to improve effectiveness We have been utilizing unique approaches to traditional HR

solutions to help us produce more meaningful business outcomes. For example, our traditional performance review had been really a “check the box” type of activity that did little to differentiate performance. We turned the process on its head by only assessing the information we obtained from our HPB and then using that information to drive 9-box placement. Thus, the performance review became something that was incorporated into an entire talent management strategy and plan, rather than a simple once a year exercise. Technology trends impacting HR function Technology is critical to our emerging and current workforce. The ability to use social platforms and mobile technology to share information, learn from others and experience and address issues and opportunities more collaboratively and in “real time” is the next leap. The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier I would want a more integrated approach to talent management. Each vendor has a piece of the pie, but nobody has really put it altogether. It would be great to have different vendors collaborate more to bring more unified and integrated solutions to the table. Additionally, having technology that was more seamless with how people actually work via smartphones, offsite locales, etc. will be critical to how the new workforce engages their days and work. My roles and responsibilities as a CHRO The role of CHRO is changing significantly as a result of many factors. However, I believe the most critical is that the playing field on almost every other level is being leveled. The only true differentiator that any organization has is its people. Thus, the questions are moving not to WHAT we should do ; but WHO do we have doing it. Lessons learned and advice for fellow HR executives I realized that technology is only useful if it enables an already worthwhile process. Making the performance review more interesting visually or engaging matters only if the performance reviews process worked in the first place. People who build HR technology should really look at what works to begin with and help make that better. It seems too often people build a solution and look for a problem to solve. Let’s get back to basic principles about human behavior and organizational effectiveness and then build tools to enable that.

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expense approvals systems. These tools need to also have the decision support behind them. The idea of a real life HR person being on call and available 24/7 is unrealistic. As a result, the systems need to also provide the tools and decision guidance to support the decisions that we expect management to act on. Role and responsibilities of a Chief Human Resource Officer The automation of traditional Human Resources business transactions has facilitated a significant shift in the role of Human Resources. HR can no longer justify its existence by processing transactions and controlling information. While this shift has posed a threat to traditional HR thinkers, it has been liberating for strategic minded HR professionals. Data systems have freed up HR professionals to focus on the strategic needs of the business and enabled them with timely data to support business decisions. HR professionals have longed to be invited to "sit at the table" to participate strategically in the business. There have been many limitations that have held back the profession from being perceived as adding value and earning the "seat". HR Executives have been distracted with policing transactions and modern systems are allowing them to focus and build skills on activities that add value such as coaching management and organizational design.

HR systems

must be as accessible

and responsive as other business decision tools like expense approvals systems

Philip Ziman VP Total Rewards & Operations Bazaarvoice As a senior HR professional with 25 years of global high tech experience, Philip Ziman has managed all aspects of the HR function. He currently holds the position of Vice President of Total Rewards and Operations at Bazaarvoice Corporation.

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Optimizing the Recruitment Process for Mobile-Enabled Job-Seekers Dermot O’Brien,Corporate VP& CHRO, ADP Dermot O’Brien, Corporate VP& CHRO

Based in Roseland, NJ, ADP [NASDAQ:ADP]provides human resource, payroll, talent management, solutions. It has a market cap of $38.85 Bn

Shift to Consumer-Style Job-Seeker Experience

Changes in talent management are driving the next big transformation in human capital, and the tools recruiters and jobseekers use to find each other arethe keys to this evolution. Yet, recent research conducted by ADP Research Instituterevealsa growing disconnect between the tools recruiters and job-seekers use to find each other. For example, the research found that 44 percent of recruiters listed LinkedIn as “extremely” or “very” useful in their pursuit of new talent, yet only 19 percent of job-seekers felt the same when looking for a job. Recruiters’ and job-seekers’ perspectives on the usefulness of other social media sitesduring the recruiting process, including Facebook, Twitter and Google+,showed a similar disconnect, with recruiters consistently viewing the social platforms as more useful than job candidates did. In addition, while mobile job-seekingis gaining inpopularity,many corporate career sites are still not mobileenabled.According to the research, job-seekers increasingly want the ability to receive job alerts, view job postings and track the progress of their job applications on theirsmartphone or tablet. As social and mobile technologies continue to impact jobseekers’ expectations, attracting top talent will require HR leaders tomove their organization towards a more consumer-style jobseeker experience. This includes optimizing their recruiting process for today’s more mobile-enabled job-seeker by providing mobile access to their career site. It also requires trackingmetrics that shed light on the candidate’s experience— and then leveraging those insights torefine the recruiting function to better meet candidates’ evolving needs. Finally, investing in online talent communities will help HR leaders build pools of prospectsfor hard-to-fill job categoriesthat they can nurture throughregular communication until appropriatepositions open up.

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The HR systems of the future should empower employees with visual, personalized dashboards that give them a single point of entry to their benefits HCM Systems that Leverage the Latest Technology

As we’ve grown accustomed to the simplicity of online shopping, we increasingly demanda similar experience from the systems we use at work.Yet many core business systems, including human capital management (HCM) platforms, haven’t kept pace with the trend toward more consumer-centric user interfaces. Meeting this growing employee expectation is critical to engaging and retaining top performers because it makes it easier for them to do their jobs and manage their HR information anytime, anywhere. For HR leaders, this requires modern HCM systemsthat leverage the latest technology innovations to delivera highly intuitive user interface akin to the mobile apps we use in our personal lives.The HR systems of the future should empower employees with visual, personalized dashboards that give them a single point of entry to their benefits, payroll and other HR information.They also should include built-in decisionsupport tools tailored toboth employees, such as for annual open enrollment, as well as managers, to drive better decision-making based on actionable insights regarding talent and performance. The end result will be a more satisfied, engaged and productive workforce.

David Halleck, VP Compensation, OfficeMax The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier A few examples would include: • More robust staffing model which incorporates: business requirements, talent capabilities/competencies and workforce analytics • Dynamic sales compensation tools that allow for customizable changing of quota and or commission components in real time situations • Cloud solutions that co-exist with firewall and HIPPA requirements • Efficiently uploading of necessary information on tablets for Board of Director meetings My roles and responsibilities as a CHRO For me, three things standout: • Being able to navigate and steer the organisation and the HR community through the rough and sometime uncharted waters of changing market and financial swings. This translates into vision, plan and action. • Second, understanding your workforce analytics and specifically the capability, competency and number of talented professionals needed to successfully achieve your business goals. • Third, managing corporate governance; protecting types of information; presenting information to the Securities and Exchange Commission, shareholders, Board of Directors and leadership. Technology trends impacting enterprise business environment Making the connection with targeted audience by leveraging social networking channels and better utilizing our external website should create employment brand awareness and quickly presenting employment opportunities to interested job candidates.

The benefits I see are: • Identifies our employment brand • Communicates the brand to candidates in a modern and engaging way • Attracts and recruits more passive talent, especially for niche roles • Builds a culture of talent scouting Tablets are beginning to emerge in the workplace as a portable tool for staying connected and organized during the workday. I find it useful as a complimentary tool on long business trips; it allows me to quickly move between apps and is excellent in handling the deluge of emails one receives. Emerging software will allow for more practical spreadsheet analysis along with presentation preparation. HR solutions to drive several HR processes Completely understand your business strategy • Align your other S's (structure, systems, style, staff, shared values, skills) to support your strategy. • All your S's will change, be flexible: don't attempt to change more than two S's at one time; understand the relationship between the S's so you can leverage strengths and minimize disruptions.

All your S's will change, be flexible: don't attempt to change more than two S's at one time

David Halleck VP Compensation Benefits and HR Shared Services OfficeMax Dave leads Compensation, Benefits and Shared Services for OfficeMax in Naperville (Chicago) Illinois. Over the course of Dave’s 30 years of experience he has led Human Resources and Compensation and Benefit functions in both the United States and Europe, with the following companies Maersk Oil, Nationwide Insurance, PepsiCo, and British Petroleum. Dave presents at global conferences on a wide range of executive, international compensation and benefit topics. He is a contributing author to WorldatWork and the book - Motivation and Compensation. Dave has a degree in Business Economics from Indiana University, and a Master of Labor & Employee Relations from the University of Illinois.

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Greg Pryor, VP, Juniper Networks Using HR solutions to improve effectiveness At Juniper we have leveraged existing solutions and have had to create new solutions to meet our unique approach to talent. In the area of learning, we have embraced the “Google/ You Tube” metaphor creating learning molecules that can help our managers and people address very specific actions. We are creating microapps and support tools, purpose-built for manager effectiveness My roles and responsibilities as a CHRO We see an increasing shift in the profession to what we envision will be HR 3.0. We believe that the emergence of new technology, complex needs and choices of talent and the democratization of work, will require organizations and businesses to adopt new ways of creating climates where their people can innovate and do their best work.

HR solutions will be placed under tremendous pressure to quickly evolve. Solutions that are mobile, have embedded automated analytics and are designed to meet “on-the-go” professionals must be created.

We have embraced the “Google/ You Tube” metaphor creating learning molecules that can help our managers and people address very specific actions

Steering transformational initiatives within your organization At Juniper Networks we are very excited about the opportunities stemming from the continued evolution of Technology, Talent and Work. We see a next generation of Digital HR technology solutions enabling our colleagues, managers and leaders to do their best work. As an industry leader in high-performance technology networking solutions, our colleagues expect us to be “drinking our own champagne” and leveraging mobile, big data, social, video and human capital analytics to “connect everything and empower everyone.” Three areas that we see as having truly transformational properties include: Automated Human Capital Analytics, opportunities for Mobile Delivery, and Human Network Analysis. The areas in business environment where solutions do not yet exist or not up to the mark, and which if existed, would've made job easier We would love to see flexible and fully integrated talent tools that are built for the way people and organizations work. We look forward to seeing more integration of voice recognition, artificial intelligence, advanced search, analytics and digital presentation making HR work easier, connecting people and delivering insights. Technology trends impacting enterprise business environment Our HRIS Strategy is driven by a series of “Digital HR Principles” that includes: 1) Mobile First, 2) Digital on Demand and 3) Context Sensitive. We are creating all our new solutions to work easily on tablet and smartphones, supporting our colleagues who are on the go. We embed video and other media directly into our applications to support users. We see social solutions as increasingly critical to connect and empower Juniper’s “Network behind the Network”. Lessons learned and advice for fellow HR executives As HR professionals pivot to respond to contemporary context,

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Greg Pryor VP, Leadership and Talent Matters Juniper Networks At Juniper, Greg and his team have responsibility for: Leadership & Manager Effectiveness, Learning, Executive Recruiting, Talent Management, Global Talent Acquisition, HR Systems & Analytics and Juniper’s Annual People Review.

For sales inquiries, call 866-900-8588

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January 2015

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